Appendix P: Promotions

Transcription

1 Appendix P: Promotions Reward / Promotion Company A has a steep hierarchy with few people at high levels. Company B is less hierarchical. Nalbantian, Haig R. and Richard A Guzzo, et al, Play to Your Strengths, McGraw-Hill,

2 Company B High numbers of individuals above the mid-mark of job. Advancing up the ladder produced less dramatic pay increases. Comparison Company A had a career culture while Company B has a pay culture Recruiting Within Before recruiting talent from outside, identify the talent already have within, as with established relationship. Advantages: Cost Less Have information, less risky Raises incentives, lowers quit rate Understands company and its workings Recruiting From Outside Newcomers bring new ideas, new expertise, new contacts Shows whether an organization buys or builds its talent

3 Career Ladders include Business Week List of 2006 #1: Disney Looks Ahead Merit raises are determined by: Performance Date at which most entry-level hires are eligible for their first merit raise: Within first year Promotions are determined by: Performance Date at which most entry-level hires are eligible for their first promotion: Depends on performance and available opportunities Business Week List of 2006 #1: Disney Retention 1-year minimum tenure (in years) required in one position before most entry-level employees are eligible to apply for another 1,600 employees at or above the level of vice-president Business Week List of 2006 #1: Disney Retention Of those employees, 230 have been with the organization for 20 years or longer Age of the youngest employee at or above the level of vice-president: 27 Number of years he/she has been with this organization:

4 Business Week List of 2006 #21: AT&T Retention Promotions determined by performance Entry-level hires eligible for first promotion after 18 months. 3 most important performance measures for entry-level hires: 1) Leadership Ability 2) Team Player 3) Learning Ability Business Week List of 2006 #21: AT&T Retention Cont d. Minimum tenure (in years) required in one position before most entry-level employees are eligible to apply for another, including lateral transfers: 1.5 The following rules apply to such transfers: NA 441 employees at or above the level of vicepresident Of those employees, number who have been with AT&T for 20 years or longer is Talent Management High potential programs Identify early leadership potential Succession Planning Matching individuals career aspirations with the sequence of specific jobs See if company has a bench large enough in the event of turnover or planned succession Silzer, Rob, ed., The 21 st Century Executive. San Francisco: Jossey-Bass, 2002, p Silzer, Rob, ed., The 21 st Century Executive. San Francisco: Jossey-Bass, 2002, p

5 The Software Career Pyramid Architects Researchers Consultants Project Managers Business Analysts Basic Programmers Software engineers advance through a combination of experience and further education Promoted to systems analyst, project manager, researcher, and system designer Baker, Stephen. Programming jobs are heading overseas by the thousands. Is there a way for the U.S. to stay on top? BusinessWeekOnline.March 1, Baker, Stephen. Programming jobs are heading overseas by the thousands. Is there a way for the U.S. to stay on top? BusinessWeekOnline.March 1, But good programmers do not always have the talent to be good managers But at the same time, software engineer cannot be a dead-end position with no possibility of advancement Microsoft s Solution Created an internal honor called Distinguished Engineer Given to 16 outstanding engineers Recognition without management responsibilities Baker, Stephen. Programming jobs are heading overseas by the thousands. Is there a way for the U.S. to stay on top? BusinessWeekOnline.March 1, Microsoft Rewards Distinguished Engineers for What they Do Best: Writing Great Software. Publication of Microsoft. 3 July < 19 July

6 Promoting Editors Typical Publishing Career Path: editorial assistant assistant editor associate editor managing editor Promotion based on editing and writing skills, initiative 577 Michaels, Art. Stepping up the editorial ladder. Editor & Publisher.125(52), pg 40. Dec Level 3 is a career choke point Probability of moving beyond level 3 is low, 5.8%/yr. (It is even lower for engineers.) Nalbantian, Haig R. and Richard A Guzzo, et al, Play to Your Strengths, McGraw-Hill,

7 Many new hires were coming into management at levels 4 and 5. Company is not developing managerial talent internally. Double downside risk of being a generalist: Highly technical positions are closed off, and generalists are more easily replaceable by other generalists. However, the downside risk is also offset by the upside opportunities. 581 Nalbantian, Haig, et al. Play To Your Strengths Mercer Human Resource Consulting, Nicholas Butler ( ) President of Columbia University Before long, half of the population will know almost everything about almost nothing, and the other half will know next to nothing about everything Retention Institutional memory (knowledge of a specific company and its culture, methodology, etc) is what a company gives to its employees Companies need a certain number of employees with institutional memory Cairncross, Frances. The Company of the Future. Boston, MA: Harvard Business School Press, 2002, p

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